Marc Thompson

Management capability and high performance work organization

Building upon the resource-based view of the firm and the managerial rents model, we explore role played by two forms of management capability (‘general’ and ‘HR specific’) in the use of high performance work organization (HPWO) practices and their impact on performance. A nationally representative establishment-level survey of organizational practices conducted in 1999 and 2002 in a single industry found that both forms of management capability were associated with the use of HPWO practices in 1999 but this association did not hold for the use of HPWO practices in 2002. There was a strong and positive relationship between the use of HPWO practices in 1999 and subsequent value-added per employee in 2002. HR-specific management capability did not moderate the relationship between HPWO practices in 1999 and value-added per employee in 2002. Contrary to expectations we found high levels of value-added per employee where the use of HPWO practices was high but our measure of general management resources was low.

Flexibility Agreements and their Significance in the Increase in Productivity in British Manufacturing Since 1980

Flexibility agreements have increased in frequency since the 1970s, and so have coincided with the increase in labour productivity in British manufacturing since then. This article analyses the content and extent of a sample of flexibility agreements culled from the specialist industrial relations press, and taking these with evidence from many other sources, seeks to interpret their nature and significance in industrial relations change, and to assess their possible contribution to the manufacturing productivity increase. The evidence suggests that they were genuine agreements, and that although not themselves directly responsible for many of the changes observed, they have often facilitated other changes in working methods.

The Impact of the National Minimum Wage on the Apparel Industry

This analysis of the NMWs initial impact in the apparel industry focuses on organisational and institutional factors in explaining the effects on pay and related issues. The NMW had a marked effect on national terms and conditions, in particular raising the minimum earnings level. At the local level, it impacted directly on the pay of a small number of employees in almost half the 42 organisations surveyed in the East Midlands and Northern Ireland. These tended to be the larger employing units facing foreign competition and selling into the domestic market. Also, in some workplaces, the NMW adversely affected the piecework system. The reaction of local management to these changes is discussed.

Product and Service Complexity and High Performance Work Practices in the Aerospace Industry

Offering products or services with high specification and complexity is often used as a competitive business strategy for organizations that cannot compete on cost. Theories on high performance work practices suggest that the combination of high employee involvement and aligned human resources and industrial relations allows firms to achieve higher performance. This study explores the adoption of such work practices in the UK aerospace industry. The results are based on responses from 225 firms across the value chain, ranging from service providers and systems integrators to component and material suppliers. The study identifies relevant work practices at each level of product and service complexity and discusses the varying needs firms have depending on their product offerings, and the implications on their work practices.

A Review of the Empirical Literature on Meaningful Work: Progress and Research Agenda:

Meaningful work is a topic of importance in core domains of human resource development (HRD) such as employee engagement, motivation, and personal development. However, there is little consensus over what comprises meaningful work or concerning the antecedent and outcome factors associated with meaningfulness. Prior theorizing has tended to conflate conceptual and empirical arguments, and hence, we lack clear insight into factors related to employees’ experience of meaningfulness. To address these gaps, we undertook an analysis of the empirical literature relating to meaningful work. In all, 71 studies met the inclusion criteria. We focused on the question, “What is the empirical evidence base concerning meaningful work, and how can this inform theory and practice in HRD?” The synthesis revealed dominant trends alongside significant gaps in understanding. We highlight the practical implications of our analysis for the HRD field and propose avenues for future research on meaningfulness within HRD.